A capability you cannot rerun is a report

The client wanted a capability it could run again

An 8 to 10 week sprint, from June 2025. A global chemical company of around €3B revenue. A standalone piece, not part of a series.

The client set its objective as an internal capability. That ruled out a single study and shaped how we ran the sprint. Two constraints stood in the way.

Capacity. Core teams were already handling ESG and reporting demands. No one had time to design risk scenarios for each site and function.

Method. The company had no standard way to assess physical risk, meaning damage from events such as floods, heat and storms, or transition risk, meaning costs from policy, market and technology shifts toward a low carbon economy, across regions.

The stakes were concrete: missed disclosure deadlines, investor scrutiny and climate disruption to operations, with potential impact running to millions of euros.

Each region assessed risk its own way, so no one could compare the results

The method gap showed up in three ways.

Fragmented knowledge. Each site and function held part of the picture.

Unclear responsibility. No one owned the job of assembling the whole.

Inconsistent scenario planning. Sites worked from different scenario definitions.

The third is the root cause. Asking more people fixes the first. Naming an owner fixes the second. Without a common scenario definition, two sites can each answer carefully and still produce results no one can compare.

Timing also worked against an internal fix. Disclosure comes with a deadline, and building a standard does not. A team asked to do both will meet the deadline first.

The company holds the method to run its next assessment itself

The test of a transferred capability is the second assessment. If the company runs it without outside help, the transfer worked.

Identified, not realised, and not yet rerun

27 risks and opportunities are identified. The sprint mitigated none of them.

€7M is identified value. The company has not realised it, it is not revenue, and we report no financial outcome.

The methodology is handed over and not yet rerun. The company’s second assessment, which had not taken place at handover, will show whether the capability transferred.

Source. All figures come from the SprintlyWorks engagement record for Climate Risk Scenario Assessment, a global chemical company with around €3B in revenue, June 2025: 15 stakeholder interviews, 4 industry peers benchmarked, 27 high impact risks and opportunities identified and €7M of strategic value identified. We describe clients without naming them. The specific risks, sites, functions and scenarios are the company’s own exposure and appear nowhere here.

Buy the first assessment. Run the second yourself.

We run 8 to 10 week sprints for industrial companies that face a defined decision and have no spare team to take it. You get named people, one defined question, and the evidence in your hands at handover.

Outside help makes sense for the first assessment. The people who would run it are busy meeting the reporting cycle, and they have no common scenario definition to work from.

After that, the case for outside help should fall away. A methodology that only its author can operate has failed, however good the report attached to it.

Before you scope work like this, ask one question. What will your team run without us the second time? If the answer is nothing, you are buying a report.

Tell us the question. We will tell you whether a sprint can answer it, what it would take, and what you would hold at the end. If a sprint is the wrong tool, we will say so. Write to rahul.abhisek@sprintlyworks.com.